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example.pdf

The relationship between leadership and organization

innovation by

Submission date: Submission ID: File name: Word count: 2426 Character count: 15073

FINAL GRADE

XX/100

The relationship between leadership and organization innovation GRADEMARK REPORT

GENERAL COMMENTS

Instructor

This in  a interesting paper.

with a theoretically motivated opening, 

the paper brings some relevant and interesting discussions to the fore.

A refined and focus research question has been presented to allow for clearer boundaries of analysis. 

Critical analysis is successful with the utilization of the data  with more concrete illustrative examples from the cases.

The conclusion has raised some interesting points

Overall a successful study - well done and all the best in your future endeavours. 

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RUBRIC: ENTE3522_THEORETICALLEADERSHIP

INTRODUCTION (10%)

NON-THEORETICAL LEADER (1)

THEORETICAL NOVICE (2)

ANALYTICAL LEADER (3)

THEORETICAL LEADER (4)

RESEARCH (20%)

NON-THEORETICAL LEADER (1)

THEORETICAL NOVICE (2)

ANALYTICAL LEADER (3)

THEORETICAL LEADER (4)

CRIRICAL APPR (20%)

NON-THEORETICAL LEADER (1)

THEORETICAL NOVICE (2)

ANALYTICAL LEADER (3)

THEORETICAL LEADER (4)

3.10 / 4

3 / 4

Proper introduction of the essay 's provided and Theoretical inquiry underpins the direction of the essay from the outset.

3 / 4

Considered research has been undertaken beyond the core material and lecture guidance in line with relevant chosen essay topic

3 / 4

A critical approach has been undertaken to either appraise or discuss your chose essay topic

ACCURATE EXAM (20%)

NON-THEORETICAL LEADER (1)

THEORETICAL NOVICE (2)

ANALYTICAL LEADER (3)

THEORETICAL LEADER (4)

CONCLUSION (20%)

NON-THEORETICAL LEADER (1)

THEORETICAL NOVICE (2)

ANALYTICAL LEADER (3)

THEORETICAL LEADER (4)

ESSAY WRITING (10%)

NON-THEORETICAL LEADER (1)

THEORETICAL NOVICE (2)

ANALYTICAL LEADER (3)

THEORETICAL LEADER (4)

3 / 4

Accurate business / leader examples - support analysis through evidence based reasoning

3 / 4

Discussion&Conclusion critically reflects all analysed theory or perspective

4 / 4

A lateral approach to essay writing can be seen, with correct academic language and Harvard citation and referencing incorporated throughout

highgradeexample.pdf

Perspectives on Creative Leadership

by

Submission date: Submission ID: File name: Word count: 2367 Character count: 14176

DE MONTFORT UNIVERSITY LEICESTER

Module: Perspectives on Creative Leadership

Module Code: E TE3522

Title: Role of leaders in inducing creativity and innovation among the

team Student ID:

Student name:

Date of submission:

Word count: 2,0 I 3

FINAL GRADE

/100

Perspectives on Creative Leadership GRADEMARK REPORT

GENERAL COMMENTS

Instructor

Dear Student

This is a good essay. Although there are some issues, the essay reads well and manages to provide insightful points.

It is particularly commendable the attempt to go beyond taught content, focusing on an interesting framework 'entrepreneurial leadership'. This could have been better outlined but, the overall argument built upon it, is coherent and makes sense. It is also nice to see examples that illustrate your points (Apple).

However, there is a lack of depth in the analysis. This becomes evident looking at your 'findings', since not much is discussed at a theoretical level. The points remain, instead, analytical at the level of the case used.

Also, please check issues that unfortunately affect marks. In this case, you make reference to a figure ('Figure-1'). Yet, this is no where to be seen. 

Overall, however, the essay is still insightful, some good points are made, and reads relatively well. Well done.

All the best.

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RUBRIC: ENTE3522_THEORETICALLEADERSHIP

INTRODUCTION (10%)

NON-THEORETICAL LEADER (1)

THEORETICAL NOVICE (2)

ANALYTICAL LEADER (3)

THEORETICAL LEADER (4)

RESEARCH (20%)

NON-THEORETICAL LEADER (1)

THEORETICAL NOVICE (2)

ANALYTICAL LEADER (3)

THEORETICAL LEADER (4)

CRIRICAL APPR (20%)

NON-THEORETICAL LEADER (1)

THEORETICAL NOVICE (2)

ANALYTICAL LEADER (3)

THEORETICAL LEADER (4)

3.10 / 4

3 / 4

Proper introduction of the essay 's provided and Theoretical inquiry underpins the direction of the essay from the outset.

3 / 4

Considered research has been undertaken beyond the core material and lecture guidance in line with relevant chosen essay topic

3 / 4

A critical approach has been undertaken to either appraise or discuss your chose essay topic

ACCURATE EXAM (20%)

NON-THEORETICAL LEADER (1)

THEORETICAL NOVICE (2)

ANALYTICAL LEADER (3)

THEORETICAL LEADER (4)

CONCLUSION (20%)

NON-THEORETICAL LEADER (1)

THEORETICAL NOVICE (2)

ANALYTICAL LEADER (3)

THEORETICAL LEADER (4)

ESSAY WRITING (10%)

NON-THEORETICAL LEADER (1)

THEORETICAL NOVICE (2)

ANALYTICAL LEADER (3)

THEORETICAL LEADER (4)

4 / 4

Accurate business / leader examples - support analysis through evidence based reasoning

3 / 4

Discussion&Conclusion critically reflects all analysed theory or perspective

2 / 4

A lateral approach to essay writing can be seen, with correct academic language and Harvard citation and referencing incorporated throughout

InclusiveLeadership_Part2C.pdfweek18.pdf

INCLUSIVE LEADERSHIP: PART 2C

ROLE OF THE INCLUSIVE LEADER?

https://www.vox.com/recode/2020/ 12/4/22153786/google-timnit-gebru- ethical-ai-jeff-dean-controversy-fired

Implicit stereotypes: when people judge others according to unconscious stereotypes

Similarity-attraction bias: tendency to more easily and deeply connect with people who “look and feel” like ourselves

In-group favouritism: tendency to favour members of in-groups and neglect members of out-groups

Attribution error: when the wrong reason is used to explain someone’s behaviour; coupled with in-group favouritism, this results in a positive attribution for in-group members and a negative attribution for out- group members

Confirmation bias: seeking or interpreting information that is partial to existing beliefs

Groupthink: when the desire for group harmony overrides rational decision making

COGNIZANCE OVERCOMES BIAS

Presenter Notes
Presentation Notes
Cognizance of Bias Highly inclusive leaders are mindful of personal and organizational blind spots, and self-regulate to help ensure “fair play.” “The leaders that are inclusive do a couple of things,” says Sodexo’s Anand. “At the individual level, they are very self-aware, and they act on that self-awareness. And they acknowledge that their organizations, despite best intentions, have unconscious bias, and they put in place policies, processes, and structures in order to mitigate the unconscious bias that exists.” Bringing yourself to cognizance Delete?

Bias conscious and unconscious

Training: from values to skill

Diversity by process design

RECRUITMENT

Presenter Notes
Presentation Notes
If you are a recruiting how do you biases play in e.g. Names on short listing; hair Process design: The activity of determining the workflow, equipment needs, and implementation requirements for a particular process. Theory must match practice: e.g training Consider you will be in the job market soon

•Job market and recruitment process •Salary and conditions negotiation •Promotion and progression processes •Performance and success at work

Cultivate critical awareness of how aspects of your identity might affect

So that you can plan response and take appropriate action that maximises your progression and success

PERSONALISING INCLUSIVE LEADERSHIP

Presenter Notes
Presentation Notes
Focus on your identity Negotiation/don’t be under employed: working class, first. BAME Hewlett Packard: 60% men vs 100%

•Challenging discrimination in individuals in your team

•Challenging your organisation e.g. institutional racism

•Opportunities WRES, RECM, Stonewall •Government imperative to publish gender pay gap

data

Your role in promoting anti- discriminatory practice

PERSONALISING INCLUSIVE LEADERSHIP

Presenter Notes
Presentation Notes
Point 2: Institutional Racism: Stephen Lawrence centre https://www.theguardian.com/uk/1999/feb/24/lawrence.ukcrime7 Point 3: does your organization have this? WRES Workforce Race Equality Standard  RECM race equality charters mark Stonewall gay,

•Bias •Unconscious bias •Sources of privilege •Deconstructing “merit”

Reflect on

PERSONALISING INCLUSIVE LEADERSHIP

Presenter Notes
Presentation Notes
Bias: v Sources of privilege: is not about socioeconomics; rights that are unearned Deconstructing merit: is merit objective or do you ascribe varying levels of value to difrent type fo merit. Are your recruiting relationships or cause you are similarr to me Versus: imposter syndrome

 Bourke, J. and Dillon, B. (2016). The six signature traits of inclusive leadership Thriving in a diverse new world. Deloitte Consulting. https://www2.deloitte.com/insights/us/en/topics/talent/six-signature-traits-of- inclusive-leadership.html [Accessed November 1 2018]

 Department for Business, Innovation & Skills (2013) The business case for equality and diversity: a survey of the academic literature. https://www.gov.uk/government/publications/the-business-case-for-equality -and- diversity -a-survey-of-the-academic-literature [Accessed November 1 2018]

REFERENCES

THANK YOU

  • ��Inclusive Leadership: Part 2C��
  • ROle of the inclusive Leader?
  • Slide Number 3
  • Slide Number 4
  • Slide Number 5
  • �Cognizance overcomes Bias�
  • Recruitment
  • �Personalising Inclusive Leadership �
  • �Personalising Inclusive Leadership �
  • �Personalising Inclusive Leadership �
  • References
  • Thank you

InclusiveLeadership_Part2B.pdfweek18.pdf

INCLUSIVE LEADERSHIP: PART 2B

•Business

Cases for EDI

Inclusive Leadership & Cases for Diversity

•Cultural Intelligence Case Study •Dove •H&M

Seminar

LECTURE 2B WILL COVER

THE BUSINESS CASE: COURAGE

COMMITMENT COLLABORATION

CURIOSITY CULTURAL INTELLIGENCE

COGNIZANCE

Business Case •Organisation can use strategic and individual focused approaches to improve its overall performance

4 MAIN CASES FOR DIVERSITY

“Managing Diversity initiatives seek to fully develop the potential of each employee and turn the different sets of skills that each employee brings into a business advantage. Through

fostering the difference, team creativity, innovation and problem-solving can be enhanced. The focus is therefore, much more on the individual rather than the group. Having a diverse workforce not only enables organisations to understand and

meet customer demand better, but also helps attract investors and clients as well as reduce the costs associated with

discriminations.” (Davidson & Fielden, 2003)

PHILOSOPHY BEHIND THE BUSINESS CASE

Diverse leadership

Diverse Workforce •recruitment •retention

Business performance Reputation

THE BUSINESS CASE FOR DIVERSITY

Presenter Notes
Presentation Notes
Workforce is usually diverse but not the leadership

 Internal Business Benefits Diverse perspectives from diverse

workforce  Improved operations internal to the

firm Better creativity Better Innovation Better problem-solving Resulting in better decisions Diverse workforce can offer greater

flexibility

BUSINESS PERFORMANCE: COLLABORATION, CURIOSITY & THOUGHT DIVERSITY

Presenter Notes
Presentation Notes
Curiosity Highly inclusive leaders have an open mindset, a desire to understand how others view and experience the world, and a tolerance for ambiguity. Inclusive leaders accept their limitations and hunger for the views of others to complete the picture. This thirst for continual learning helps drive attributes associated with curiosity—open-mindedness, inquiry, and empathy. Time and effort are required to engage with diverse others, as is the skill of synthesizing a broader range of perspectives. But the result is loyalty from others who feel valued, along with access to a richer set of information that enables better decision making. For inclusive leaders, asking curious questions and actively listening are core skills that are key to deepening their understanding of perspectives from diverse individuals�

External Business Benefits Firms better represent the world and

legislative environment Having staff with roots in other

countries and cultures can help a business address its products appropriately and sensitively to new markets Growth sales Companies with diverse leadership

tended to have strong financial performance

BUSINESS PERFORMANCE: COLLABORATION, CURIOSITY & THOUGHT DIVERSITY

Presenter Notes
Presentation Notes
Collaborative Highly inclusive leaders empower individuals as well as create and leverage the thinking of diverse groups.  At its core, collaboration is about individuals working together, building on each other’s ideas to produce something new or solve something com But while collaboration among similar people is comfortable and easy, the challenge and opportunity thrown up by the foundational shifts is collaboration with diverse others: employees, customers, or other stakeholders. Inclusive leaders understand that, for collaboration to be successful, individuals must first be willing to share their diverse perspectives

SEMINAR ACTIVITY: CULTURALLY INTELLIGENT OR

NOT?

CULTURAL INTELLIGENCE: REPUTATION

https://padlet.com/dyneshia_johnson/tkbbo1him0afa43h https://padlet.com/dyneshia_johnson/edjpugpf0y486ix

Presenter Notes
Presentation Notes
Culturally intelligent Highly inclusive leaders are confident and effective in cross-cultural interactions. While an understanding of cultural similarities and differences is important, inclusive leaders also recognize how their own culture impacts their personal worldview, as well as how cultural stereotypes—including the misuse of cultural models—can influence their expectations of others.� 1. Go to padlet: emailed to you or got to the link

•If you do not search them online •What was the public’s response to the advertisements? •How did H&M and Dove respond in the wake of public sentiment?

Do you remember these advertisements and the controversy around them?

•DOVE: https://padlet.com/dyneshia_johnson/tkbbo1him0afa43h •H&M: https://padlet.com/dyneshia_johnson/edjpugpf0y486ix •Click the PINK CIRCLE to add your thoughts

Next copy and paste the links to the Padlets

•Advertising Executive •Global Customers

Consider 2 perspectives

Be prepared to debate!

SEMINAR: BE READY TO DEBATE!

WHAT OF TECHNOLOGY? EMERGING TRENDS THAT CALL

FOR INCLUSIVE LEADERSHIP

FROM THE ANECDOTAL

Presenter Notes
Presentation Notes
A 2018 study found that in the UK, only 14% of VR companies had any women directors, but the pattern persists in consumers too, with a study by the Global Web Index showing that in the USA, only 16% of women have experienced VR, compared to 30% men. The speakers suggested that this is partly due to the way that VR is perceived as being “for men”, with many experiences on the market focusing on traditionally masculine themes, like action, military and sports.

TO RESEARCH

TO APPLICATION

Presenter Notes
Presentation Notes
https://twitter.com/i/status/897756900753891328

WHY IS THIS?

  • ��Inclusive Leadership: Part 2B��
  • Lecture 2B will cover
  • The Business case:�Courage�Commitment �Collaboration�Curiosity�Cultural intelligence�Cognizance�
  • 4 main Cases for diversity
  • Philosophy behind the business case
  • �The Business Case for Diversity �
  • �Business Performance:�Collaboration, Curiosity & Thought Diversity �
  • �Business Performance:�Collaboration, Curiosity & Thought Diversity �
  • Seminar Activity:�Culturally Intelligent or not?�
  • �Cultural Intelligence: Reputation�
  • SEMINAR: Be ready to Debate!
  • What of technology? EMERGING Trends that Call for Inclusive leadership
  • Slide Number 13
  • From the anecdotal
  • To research
  • To application
  • Why is this?
  • Slide Number 18
  • Slide Number 19
Lecture_ENTE3522_RhetoricandLeadership111.pptx
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LECTUREWK19ENTE3522_LeadershipfromCriticalPerspectives2.pptx
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